Author: Charlize Vogelsinger
HR is considered to be a catalyst for agile transformations. However, up until now, most HR leaders and teams have not yet explored Lean-Agile and what it means for them and the people working in their organization. In his talk, Armin Trost encourages HR to make a decision: “Do you want to function as a controlling instance and provide an HR system based on central planning & reporting? Or do you want to support your (agile) people by becoming a people-centric enabler?”
HR seems far away from the place where the real work is done. They are not connected to the employees working in Agile Teams. Consider the following: HR has different customers to whom it provides services. Sometimes the customer is an executive, sometimes it is a group of managers or a single line manager and in other cases it is the employee. According to my experience, communication and feedback loops between HR and the employees in Agile teams can be improved a lot. Because the Agile Team itself is essentially a new customer!
Smart organizations strive to fulfil a higher business goal by becoming Lean-Agile enterprises. To enable them, HR needs to question their values, develop a new mindset, and work on improving processes and services that are centered around the changed (and ever changing) needs of humans working in 21st century organizations.
Here are my recommendations of how HR can gain a better understanding of the needs of employees who work in Agile Teams:
These ideas are a great starting point for HR leaders and teams. They help to better understand the pains and gains of employees working in Agile Teams. And they encourage HR to explore Lean-Agile. As soon as the needs of Agile Teams are understood, it will be key for HR to co-create and evolve people-centric services. This is done not only for – but also in collaboration with – their (new) customers. That way, HR will add more value to the Lean-Agile enterprise and function as a catalyst for agile transformation.
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